Lecture 20 - Organization Interactions
Lecture 20 - Organization Interactions ORSC 1109
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This 2 page Class Notes was uploaded by Leslie Ogu on Wednesday April 6, 2016. The Class Notes belongs to ORSC 1109 at George Washington University taught by Costanza, D in Fall 2015. Since its upload, it has received 8 views. For similar materials see Introduction to Organizational Sciences in Humanities and Social Sciences at George Washington University.
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Date Created: 04/06/16
Leslie Ogu ORSC 1109 04/06/2016 Organizational Interactions Woodward Programmability Technology ⇒ Structure Perrow Task Characteristics Task ⇒ Structure Thompson I nterdependence 1. Mediating / Pooled 2. Linked / Sequential 3. Intensive / Reciprocal a. Interdependence ⇒ Structure Decision Making ● Programmed Decisions ○ Fairly routine; fairly straightforward ○ If you are dealing with a constantly changing environment, these decisions become less and less useful ● Unprogrammed Decisions ○ Novel; unstructured; new; unexpected ○ Every other decision an organization has to make ● Approaches / Models 1. Rational a. Identify the problem i. What is the actual problem? What is the cause? What makes it a problem? How serious is it? b. Generate Solutions c. Select & Implement i. Pick the good solutions ii. Which solutions are feasible? 2. Carnegie Model a. BoundedRational Decisionmaking b. Recognizes satisficing (there is not just one solution for every problem; there is more than one way to do something; best option of possible solutions available) c. Stakeholder i. There will be disagreement about what the problems are, which solutions to use, etc ii. How to navigate disagreements 3. Incremental a. Take it in steps 4. Unstructured a. Deal with things as they occur b. Organizations dislike this approach c. Best for small issues 5. Solution First Organizational Learning ● Improve capacity to decisionmaking and problem solving ● Exploration ○ Finding new ways to do things; different actions ○ More business strategy ● Exploitative ○ Finding ways to do current things better, more efficiently, cheaper, etc ○ More functional strategy ● Levels 1. Individual a. Training b. Development in area of expertise c. Stretch Assignment bring in people who know how to do something and then give them specialized training to improve in that specific area; maximizes employee efficiency to organization i. Risk: It could fail miserably ii. Payoff is really good if it works
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